成衣紡織公司策略轉型之平衡計分卡-以聚陽實業為例

Applying the Balanced Scorecard to Analyze the Transferring Strategy in Apparel Manufacture: A case study of Makalot Garment Company

林怡均(Yi-Chun Lin)

指導教授 ： 曾智揚

國立臺灣大學/進修推廣學院/事業經營碩士在職學位學程/碩士(2022年)

https://doi.org/10.6342/NTU202201456

摘要

台灣紡織佔居全球供應鏈的關鍵位置，為國際成衣品牌的重要供應來源，包含成衣製造和研發紡織面料，遂成為台灣重要產業之一。因應全球經濟和政治的變化，帶動整體產業發展的轉型，從1980年受人工成本上升外移海外生產、2008 年全球金融海嘯衝擊、2020 Covid-19疫情重創全球零售市場和供應鏈，考驗台灣紡織企業的應變能力。
從紡織發展歷程可知現今紡織企業能永續發展取決是否擁有被市場需要的能力，滿足服飾市場的需求並持續優化內部營運模式才能保有核心競爭力。市場的洞察力成為決策者的關鍵力，面對不可預測的外在環境變化，企業必須重塑經營方向、營運模式和資源配置，才能成功轉型並提升企業競爭力和業務績效。
研究採用個案研究分析方式，從產業分析中探討個案公司的五力分析、SWOT到產品轉型成功策略探討業務的作為對於維持客戶關係的關鍵力， 作為後續企業在發展新客戶的策略指標。

關鍵字

顧客關係管理平衡計分卡 ； 流行服飾 ； 運動服飾

並列摘要

Taiwan textile and apparel industry plays an important role in the global, as the key suppliers in textile and apparel manufactures, being the major industry in Taiwan. With politic and global economic influence, bring textile and apparel industry have transferring strategy to overcome the challenges. As labor cost increased in Taiwan in 1980s, most of factories were forced to move to Southeast Asian countries. Global economic crisis in 2008, how to increase value of textile product is the key to survive. 2020 covid disrupt supply chain, all enterprises need to think the location of material and factory, shorten the transit time to production country and export country. If make wrong decisions, it may not stand up to the next challenge.
It can tell that core competence is the key to sustainable development for all enterprises, understanding customer’s need with right insight of marketing trend and to satisfy with customers. With the change of environment, executing correct strategy and adjusting the operation model are quite important to improve business performance and remain standing in the industry.
This research adopts the method of case study analysis, from industry analysis, case company analysis with five forces analysis and SWOT analysis, to link customer relationship management and merchandiser role, how it works to make case company transform successfully in ready to wear and active wear. Merchandise is the key role in customer relationship management, leading business keep growing with current account and new account.

並列關鍵字

CRM Balanced Scorecard ； Active Wear ； Ready to Wear

參考文獻

一、英文部分

1. Michael E. Porter (Mar-Apr 1979). How Competitive Forces Shape Strategy. Harvard Business Review, 137-145

2. Barney, J. (1991), Firm Resources and Sustained Competitive Advantage. Journal of Management, 17 (1):99-120

3. Kaplan, R. S., Norton, D. P. (Jan-Feb 1992). The balances scorecard: Measures that drive performance. Harvard Business Review, 70, 71-79.

4. Kaplan, R. S., Norton, D. P. (1996). The balances scorecard: Translating strategy into action. Harvard Business School Press.